← The Efficient Advisor: Tactical Business Advice for Financial Planners
The Efficient Advisor: Tactical Business Advice for Financial Planners
388: The One Exercise That Shows You Exactly Who Should Be Doing What
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Libby Griwe
One of the most important CEO lessons that I've learned about building a business is that one person can absolutely have
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Co-host or Program Facilitator
more than one role. Right? We have to be realistic, especially as you're building your business.
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Libby Griwe
But even with that said, one role should never belong to more than one person. So think about that for just a second. Especially when your team is small and mighty, it is completely normal for one
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Co-host or Program Facilitator
person to wear multiple hats.
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Libby Griwe
Maybe your client service associate also handles marketing. Maybe your operations person also helps with bookkeeping. Maybe you're currently serving as CEO, lead advisor, marketer, recruiter, office manager, cleaning lady, all at the same time. And that's okay. What's not okay is when no one actually owns a role. When three people are kind of responsible for onboarding, when everyone answers client emails, when marketing is something everyone chips in
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Co-host or Program Facilitator
on when they have time.
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Libby Griwe
That's where things start to fall through the cracks, accountability disappears or is completely non existent and somehow every unanswered question ends up back on your desk. In today's episode, I'm going to show you one of the exercises that we teach inside of our Systems to Scale Group Coaching program that completely changes how advisors think about job descriptions, delegation and organal structure. So even if your team is only two people today, this exercise will help you build a business that is designed to grow instead of one that gets messier every time you hire or add a task. All right, let's jump in. Before we jump in, I want to share something exciting. Over the next few weeks, I'm going to be curating a group of advisors to help them grow towards their first 1 million of revenue and beyond. It's called the Systems to Scale Group Coaching Program and here's what I know. What gets you to mid six figures stops there.
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Co-host or Program Facilitator
So if you're at 500 to $700,000
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Libby Griwe
a year of annual revenue, you probably feel this or what got you here won't get you there, and you need someone inside of your business showing you the way forward. So over the next 10 months, you'll work with me personally and each other to refine your business model, prepare for hiring, simplify your operations, and build a business that grows more sustainably, more profitably and more independently of you. Details are waiting for you@the efficient advisor.com under the group Coaching tab. But I have to warn you, spots will go fast.
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Carrie Alberto
My name is Carrie Alberto and I own Core Wealth Management, a financial planning firm just outside Denver, Colorado. I completed the Systems to Scale coaching program in 2024, even though the program ended about 18 months ago. It still feels fresh because of two things Libby implemented. First, there's a great alumni community and Libby continues to share content that reinforces what we learned to during the program. Second, during our time together, she painstakingly organized advisors into small accountability groups or pods. She did such an excellent job matching people that our POD chose to continue meeting after the program and still meets to this day. The accountability from both the alumni community and our pod has helped me continue implementing the massive amount of material that we covered throughout the 10 month program. I've been listening to Libby's podcast for years and if you're a listener who loves the ideas that you hear on the podcast but struggles to find time to actually implement them, I highly encourage you to join the next round of the System to Scale program.
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Co-host or Program Facilitator
If you're a financial advisor who wants
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Libby Griwe
a practice that runs without you working 60 hours a week, who wants energy left over for the people you love, you are in the right place. I'm Libby Griwe, host of the Efficient Advisor. I built and sold a 7 figure, 100% referral only planning practice as a solo advisor, all While working just three days a week and taking off 14 full weeks a year so that I could be an awesome mom, a wife, a friend, and a travel obsessed human. On this show, I share the exact systems, processes and tiny tweaks to help you scale, get organized and dramatically reduce stress and overwhelm in your business. This is your Efficient Practice playbook. If you're ready to stop being the bottleneck and start being the CEO, let's dive in.
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Co-host or Program Facilitator
Welcome to this module. Today we are diving into the org chart. So the organizational chart. But before you turn this off and you know, feel inclined to skip this piece, hear me out. Even if you're a team of two, remember everything I do in this program is crafted for my ica, which is you. You're my ica. You're my ideal client. So I'm always my asking myself, does my client, does my ICA need this? What does this solve? Why should they care? And I'm only going to ask you to do an exercise that I know will be beneficial and bring you clarity. And yes, an org chart actually makes the cut for that list. And here's why. So why should you care?
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Libby Griwe
As a leader, as the CEO of
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Co-host or Program Facilitator
your business, you basically have two functions. The first one is to steward the individuals within the organization, including yourself. They have gifts, they have talents, they have personal goals, they have professional goals. And it's your job as CEO to help develop that and to make sure that they're in the right role so that they can feel fulfilled and satisfied and desire to grow within your organization. And two, your second job as a leader is to steward the mission and vision of the practice of the business. So you need to be seeking to achieve the results that you are looking for with the business as a whole. So we really need to focus on both. And often we put, we go through phases where we put too much emphasis on one and not enough emphasis on the other at a given time. So sometimes we're so focused on the results of the business. So that could be revenue, the number of clients that we serve, getting our business in order, reorganizing, restructuring, recreating that vision, that sometimes we get so focused on the results that we tend to neglect the actual people within the business. And then sometimes we focus too much on the people. We can get kind of sucked into their needs, we can kind of get sucked into sometimes their complaints, sometimes the drama within their lives or within the company or within a business. And then we're not as focused on the outcome of the business or the results of the business. So we really need to focus on both. And an org chart, believe it or not, is actually going to help us manage and balance both of those key roles of a leader. It also is what I would call a foundational piece for growth and scalability of your practice. So this is why it matters and this is why we are actually focusing attention and energy on creating an org chart. And I promise, I promise this exercise will give you clarity and some aha moments. Okay, so let me explain. And I have been doing this with advisors individually. So I know, I know that you're going to really be glad if you put the time in to actually do this correctly. It's more than just about developing the org chart. It's also about developing structure and roles and really getting your arms around your business and where it is now and where you want it to be. Okay, so what is an org chart? When we think of an org chart, I think we typically think of the old fashioned kind, you know, boss up at the top, everybody else in departments underneath, kind of the who is it, what's their contact information and who do they report to. And that works well within big organizations. I think they need a little bit more. But a company that has like a zillion employees, yes, it's important to determine decision making, reporting, you know, segmenting zones or departments within the business. But for a small business like yours, it has a similar but slightly different function names and titles don't really need to be as document or like names and contact information don't really need to be documented because let's face it, more often than not we're all sitting in a room looking at each other. Or maybe you work virtually, I don't know. But the way I'm going to show you is designed for, for a small but mighty business. So let's dive in. We are essentially today we are reimagining the org chart as a whole. So I wanted to not just organize hierarchy. That's really important and all, but we really want it to do a lot more than that. So there are eight things that the org chart is going to do for you. It's going to one, allow your team to see how their role serves the vision of the business and, and how it fits into the overall context of the company. It's going to also number two, allow them to see how their roles relate to one another, including you. It divides duties and functions and allows each team member to see what is their responsibility and what is theirs to hold and what is somebody else's responsibility and theirs to hold. And that will come into play with communication and reducing complexity in the future. I'll get to that. It also does show reporting and I'll, I'll touch on that a little bit more later too. That's number three. Number four, it helps you as the CEO identify if you've got the right people in the right roles or if adjustments adjustments need to be made. Number five, it'll help you look at your own to do list and your own list of tasks and determine if you need to let go of the reins a little bit and then you know who is the right person to pass these tasks off to. Number six, it allows you to identify that next hire you need to make. What role are we hiring for? So finding the right person for the role, not wrapping the role around the person. And I'm going to talk a lot about that too. Number seven, it allows you to see how vendors like, you know, like a payroll service or maybe an external marketing company or a social media company that you're using, maybe it's joint field work or other advisors that you're doing business with. It allows them to see how they fit into the business and then how that relationship is managed and how does it serve the overall purpose of the business. And number eight, it identifies inefficiencies, overlap and confusion. So yay. See aren't org charts fun? They're also super effective and it's not just fluff and a nice thing to have organizations change when and because you grow. In order to grow, a firm needs to involve more people, right? We add more people to improve our scalability. And with the arrival of more professionals in your practice, the old structure becomes inadequate over time. We need to update it, and we need to create new forms of organizational structure. Organizational structure must emerge in this stage to unlock the ability of the firm and to really continue to function at a larger size. Okay, so there's two ways to organize a org chart. And then we'll get into the exercise that I want you to do before you even start sketching this out. So there's essentially two different types of org charts, and you can Google this for samples. But there is the hierarchy, which is where you've got the person at the top and everybody underneath it. Like I talked about with the big companies, who reports to who, what are the departments? Or you can create a horizontal. So picture, you know, an org chart with you over here at the side. So basically the same thing as a hierarchical, but turned on its side so you at the side and then lines out to who are the people on your team? Still, departments still has that kind of reporting structure, so to speak. But what I think it does visually, it puts you in the same plane as your employees, as your team. So visually, I think it represents that idea of that you are. They are working with you, not for you. And if you know me, I'm a huge fan of not using the word staff. I'm a huge fan of using the word team. I think when you put you on the left and you go right, it just signifies that there's still a hierarchy, but that you guys are a team as a whole and you are working together, not for. And I get asked this question a lot, like, how do I motivate my team? How do I get people to want to grow? How do I want people to take on more? And I think a big part of it is feeling like there's part of something bigger and really understanding how they fit into the overall goal of the business. How do they fit into that mission? How do they fit into the vision? So we start to build the org chart, and we're going to start with the role, not the person. So in the early days of your team's development, right, the org chart started with names. You had Philip, who does a number of tasks that match his experience and skill level. And then you added Katie. And Katie does what she can and what she enjoys doing. And each person is treated as an individual. And then the job or the roles are. Are kind of designed around that specific person. But when a firm reaches more employees, jobs are increasingly defined by the needs of the firm, and positions or roles start to emerge. So as we go through the exercise that you've got in your workbook, keep in mind you can have one person fill more than one role, but you cannot have one role assigned to more than one person. So certainly as roles emerge, you'll find like, hey, I am doing sales and I am doing some operations, or I am functioning in this role in this role. But as we develop your org chart, we don't want. We want one person to. Can have multiple roles, but we don't want one role to be split among many people. That causes confusion. That kind of make muddies the water with responsibility, outcome, results, things like that. Okay, so what I'm saying is, is we often start with people and then we build out the role based on that person's skills. But honestly, we need to start it with what is the. What, what is the strategy of the overall business? Then, then we create job titles for them. And honestly, it's serving. When we create job titles around the person, not around the role, we're serving them, not the business. And we want to serve our individuals, and we want to do that through creating opportunity for growth and to really get them into the right role and maximize the skills that they have. And that's totally common and totally natural in the beginning when you're starting to build, right? And that's why when you make that first hire, right, you have like a rough, outdated idea of what you want to give them. And as they get settled into that and you start learning how to delegate, you start giving them more off of your plate and building the role around what their capabilities are. But we're doing this work now as you're in kind of that critical stage of building where you're starting to map out what the future of your business looks like. And if we can nip this in the bud, it's going to make your life a lot easier. And it's continuing to keep you in that CEO role as opposed to just working in the business all the time. This is that working on the business stuff that we crave and want and need.
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Libby Griwe
Hey, it's me popping in here to
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Co-host or Program Facilitator
tell you something important.
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Libby Griwe
You know that saying, if you want to go fast, go alone. If you want to go far, go together. Look, you and I, we both know you can't do this alone as a financial Advisor, you know your time is
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Co-host or Program Facilitator
really precious and there is just so much to do.
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Libby Griwe
Chasing down documents, updating CRM notes, rescheduling appointments and slogging through your inbox shouldn't keep you from doing the work that only you can do, which is helping your clients grow their wealth and achieve financial freedom. The most valuable tool you have is delegation and the right hire can transform
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Co-host or Program Facilitator
your practice and your life.
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Libby Griwe
Belay matches you with US based client service assistants and executive assistants who are background checked, identity verified and experienced in wealth management ops. And you guys, they can start you at just 10 hours a week. You don't have to be ready to
- [17:41]
Co-host or Program Facilitator
go full time to get some support.
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Libby Griwe
To learn more, check out the resources tab on the efficient advisor.com or click the link in the show notes below
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Co-host or Program Facilitator
in order to get to the next level. Okay, so each, each position should have the following and this is not a job description within an org chart that's totally separate. That's what you use when you hire. So you can see the sample that I gave you in your workbook. But each position must have the following the name of the role first, then the person who fulfills the role, the goal of the role. So how does this role actually serve the overall vision mission of the business? Number four, the core functions of the role. So what does this role spend 80% of their time doing? And you can see how this fits beautifully in with the 5R role roadmap that I gave you guys. You know the core functions are what are those results in the 5R that you're looking for and then what tasks are pushing those results? That's what you're going to put here on the org chart and then you're going to include same from the 5R the requirements of the role. So this allows team members to see what it takes to do certain roles within the organization. So if we want to create opportunities for them to move up into different positions, they need to be clear on whether they need a license or they need a special certification or they need some sort of training or, or it's full time. Here's the hours.
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Libby Griwe
Travel is required.
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Co-host or Program Facilitator
Travel is not required. Working in the office as opposed to virtually is required. Making it clear what those roles entail so that as you're doing the 5R kind of one to ones you can start to pull out from them. Well, what would you like to take on in the future? What type of role do you see yourself wanting? Are you happy with what you're doing now as you move them up
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Libby Griwe
through
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Co-host or Program Facilitator
the delegation ladder and you're continuing to put more on them.
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Libby Griwe
Are we adding.
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Co-host or Program Facilitator
We can add whole roles at a time that then they can develop into that role and then take that original role and teach somebody else to do it. So when you map out roles this way, you know, each employee can kind of see their role in, within the context of the entire company. And then when you add a new role, you revisit who's doing what right, and there might be some reassignment, but ideally you've, you know, you've built up those level five delegation tasks and you can start to transfer those to somebody else. So what is the goal and role of the newly created position? And you know, can you have that new role report to one of your existing people? Can we move them into more of a leadership. You know, creating an org chart sort of. It helps inform future decisions on how to create positions in the company, what type of person we need to hire in order to be able to execute that. We often hire people who are like us. And different roles require different personality types, enneagram numbers, skill sets, however you want to look at it. And using an org chart, you can create, you can use it as a foundation to create a really detailed job description for each person at your business. And this ensures that all of the work that needs to happen gets completed and gets finished. It helps employees know what's expected of them, and then it helps managers conduct more effective annual reviews. And you as a CEO, it helps really, as you do this practice as part of your CEO day, It helps
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Libby Griwe
you
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Co-host or Program Facilitator
be able to cast a better vision for the future and to be able to fix anything that feels broken within the business now. Okay, so here is where we need to start. This is the exercise. So in your workbook you'll see a page called Current People and Tasks. So what we're going to do here is we're going to write out each person with it that exists within the business already, including you and including any vendors, joint fieldwork, additional advisors that you work with that are maybe part of your like, actual business business, but are part of your business business, if that makes sense. We're going to write out their tasks and I would ask them to help you with this. Have them document for a week or two all of the they're doing so that you can really appropriately take a peek at this and determine all of the things that they're doing. Okay, so we're going to have each person's name and all of the tasks associated with them. Then we're Going to look at the four core functions of your business, where it stands right now. And as you grow, you might define this further. There might be more than four, but for now we're going to look at four categories. We're going to look at vision and results of the business, AKA CEO. We're going to look at sales and advice, we're going to look at operations and we're going to look at marketing. So what I'm going to have you do is go through, I'm going to have you pick a color for each of those core functions. So like, let's say, I don't know, yellow for operations. And you're going to go through and you're going to highlight all of the tasks under every individual that have to do with operations. You can pick a different color and go through and do, and I have a sample for you in that worksheet. You're going to go through and do marketing, then you're going to do advice and sales and you're going to do CEO kind of stuff. And what we're going to do is we're going to look at what roles emerge as you do this exercise. So you might see that you have someone who's doing a lot of behind the scenes file prep, research, illustrations and their role might be clearly very operations, but they might have one or two tasks underneath them that are not operational. So you might pluck those out and look at that like, oh, they're also doing some marketing. And then are there marketing tasks underneath somebody else that we can roll up into that, that role and then do we assign that whole role to one person? And then what gaps in capacity does that create for the person? We took a couple of those tasks from that's operations. And what operation tasks are happening in other roles that we can then take and roll up into theirs. Does that make sense? So what we're looking for is inefficiencies. So for example, I just did this with an advisor and she was managing the payroll department, the payroll company that they were using outside vendor. And then she was managing like the cleaning people that came in and cleaned the office. So that is technically under operations where she should be focusing mainly on the CEO, visionary staff and sales and advice. So it was very easy for her to highlight that and say that's operational. And you know what, so and so can manage the cleaning company and make sure they know when they're coming, make sure they're getting the invoice, make sure they're getting paid. I, as CEO, I don't have to do that. That does not need to be within this role. That can easily be moved over to this role. So you know, it can bring up that you're handling too much and too wide of a variety of duties. But know that everybody does that in the beginning. We're going to create a now org chart and a future org chart. So this is, you know, a something we're aspiring to, something we're moving through, something we're working towards. Okay, so I just want to say that. But you'll also see within this exercise as you're kind of defining these roles, you'll start to see subcategories start to emerge as well. So for example, under this operations you might see there's very much an administrative role that has lots of operations. So maybe it's a front office person that's doing all the scheduling, the client contact, making sure your client service model is being executed, you know, calling the clients for the right reviews at the right time and scheduling you for the right meetings at the right time. You might also see a back office role emerge where there's someone who's doing all of the business processing, maybe they're doing all of your back end file prep. And you might see roles start to emerge. You might see, okay, there needs to be a director of operations and this is what that role would look like. And a back office and a front office within the operations department. And who can fill, maybe it's one person that fills that director role and the back office role, let's say. And then underneath them could be the admin and they report to the director of operations who then reports to you. So again the goal is to reduce the number of people reporting to you. We'll talk about that here in just a second. You might also see like, I don't know, marketing, for example. You might see under the marketing umbrella a couple of roles start to emerge. There might be social media and content creation and planning. So and then you might have event planning and right now those might be happening under different people. They might be happening under the same people, but maybe we could create one role and have one person managing all of that. Taking their operational tasks and putting it somewhere else so they are in a more marketing function. Or we could take, we could split them and say social media, we can hire that out. We can find a third party company to handle our social media.
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Libby Griwe
Okay, sorry to interrupt, but I often get asked, Libby, if you were still running an advisory business today, what would some of the tools and things that you would be using if you were
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Co-host or Program Facilitator
doing your business now.
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Libby Griwe
And if we're going to talk about
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Co-host or Program Facilitator
efficiency, right, you wouldn't build a financial
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Libby Griwe
plan without a very clear visual of
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Co-host or Program Facilitator
your client's entire financial picture.
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Libby Griwe
Right? I personally would use Asset Map to keep myself super organized and to be able to see all of my clients complex data in one easy to understand interactive snapshot. It helps you engage clients, drive better decisions and boost efficiency in every meeting. If you want to streamline your practice and deliver more value in less time, make sure you check out Asset map today at asset-map.com/libby Asset Map Reimagining financial planning. Okay, so we've all been on an AI journey together and I know, I know all of this AI and integrating it into your practice can feel super overwhelming. And we all know how important it is, right? AI is transforming how financial advisors work. It's streamlining everything from client onboarding to communications to meetings, to creating deliverables for you. I mean gosh, you can even use it to write your investment policy statements and so much more. At BMO Automation, they do it all for you. It's a done for you customized solution founded by a former advisor. So instead of an off the shelf, we're trying to connect things together which all are totally cool and have their place. If you want something totally custom tailored to your unique needs, you need to check out BMO Automation. And as an efficient advisor listener, because you're awesome, you get to visit bmoautomation.com efficient advisor to get a free consultation and complimentary AI blueprint for your business. You will not regret sitting down and having someone map out all of the things that AI could be doing for you in your business.
- [28:57]
Co-host or Program Facilitator
So again, remember, including vendors and anybody else who manages them, how do they fit into the org chart? And as we divide into roles and one person can do more than that as you grow, it's easier to segment this. So again we'll be doing one for how you're structured now and then for how you want to be structured next. Not 10 years from now when you have 12 people, you know on your team. We're talking literally like the adding one person, like that's the next or maybe adding two roles, that's what's next. Okay, so then we're going to start to sketch out the org chart. So you're going to pick either horizontal or higher hierarchical, it's your choice. And then we're going to fit into where do the different jobs fit into the core functions of the business and then who is doing what job if it's just me and one person? So I have people ask all the time, like, it's just me and one other person who's part time, like, why would I even need this? I like to do, like I said, two org charts on my CEO day, where am I now? And look for realignment of tasks and coordination with that five hour roadmap. And then where do I want to be next? So using that scalability exercise that we did a couple weeks ago, and now that you've grouped these duties or tasks, what emerges as a role that you need to hire for? Or as you grow, what needs to come off of one person onto another? So sketch out kind of what you envision for the future and share that with your team. So then they again know that there's this role that you're looking to fill, and maybe they want to step up, maybe they want to step into that. Okay, so an org chart really is a foundational document from which a lot of processes and systems will stem. And I'll say it again, it brings so much clarity when you do this exercise. So put it in your CEO folder, you know, your CEO day folder. Keep reimagining this org chart and using it as, you know, a basis to hire that next person. And when you're bringing in other advisors or buying practices, it all adds to the complexity. How do they fit in? So one of the biggest transformations that occurs within an advisory practice is also one of its biggest, biggest weaknesses. In order to grow and retain a core culture that you've created, a firm needs to prioritize the development of the people so you can hire better talent by showing them that you have a vision for what's next. You can develop talent from within by showing them what's next and what opportunities are available, and that there's really room to grow and lead and learn to lead within your organization. And as you grow, you really need to develop leaders to help handle things. The goal is simplicity. And if you've got multiple people reporting to you on similar things, a, it takes up a lot more of your time, and B, you've got just overlap of people. You know, people aren't quite sure where
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Libby Griwe
to go for information.
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Co-host or Program Facilitator
If there's no clear definition of who's doing what and who reports to who, everybody reports to you. I remember hearing one time, I think it was my dad that told me, you know, when you step into that leadership role, everybody underneath you problems become yours. So if you can keep the fewest people possible underneath you Then, then they can deal with everybody else's problems. And then you can strategically focus on the problems that that next level of leadership down underneath you has.
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Libby Griwe
Okay?
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Co-host or Program Facilitator
So if you've got two people handling operations and not one of them is defined as the manager, you'll have a lot of wasted time just with back and forth communication between the two of them, errors being made, there will be confusion over who's responsible for what, and everybody will be reporting to you. And I promise there will just be so many problems that come from that. So eventually we want someone who's defined as a manager of each of those core functions. Okay, excellent. So here's your homework. Here's what I need you to do with all of this information. First is do the person task exercise and do this thoroughly. It is worth the time and effort. Then I want you to create an org chart off of the different roles that you see emerging as you do this exercise. And then I want you to assign the roles to each person within your existing team, including you. And I want you to align those roles with their skills, their desires. And this is a conversation that happens with them, right? Not just like a, you show up on Tuesday to a team meeting, say, hey, guess what, Everybody has a new role and here's, here's what that's going to look like. So again, this works really well in tandem with the 5R role roadmap and having those discussions and figuring out what are people excelling at, what are they not excelling at, where do they see themselves going next, what would they like to learn next? And if you can have a org chart that shows them some opportunities, you know, they might not even know what they want to do or know next within the company because they don't know what's available. So this is a really helpful tool to work in tandem with that. So create that future org chart too. That's the next step. So current org chart, future org chart. Use the scalability exercise that we did. You know, what are the items that need to be passed off next? What role would those go to? So as you filter down things off of your plate onto somebody else's, and you're taking stuff off of their plate onto somebody else's, it will very clearly show you what needs to happen next. It creates a new position. And then who on the team can either take on that position that has the capacity, because they've moved up in that delegation ladder, they're now doing more things more efficiently and more effectively. Do they have the capacity to take on that new role. Or again, do we need to hire? So remember, as you're doing this, fit the person to the role, not the role to the person. All right? So hopefully I have convinced you why an org chart is a very necessary component of a business. Financial advisory business at literally any stage and any size. All right, Happy designing.
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Libby Griwe
Okay, so I hope you guys found this episode helpful. This is one of those things that I affectionately call, like, eye roll work, right?
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Co-host or Program Facilitator
It's one of the things we do inside of our systems to scale group
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Libby Griwe
coaching program because almost every other system
- [35:33]
Co-host or Program Facilitator
in your business depends on it. But it's not fun. It doesn't feel like there's immediately tangible results.
- [35:41]
Libby Griwe
We're all stretched so thin when it comes to time. But you can't delegate well if your roles aren't clear. You can't hire or automate well if the job doesn't exist on paper and
- [35:53]
Co-host or Program Facilitator
the task doesn't have organizational structure behind it.
- [35:56]
Libby Griwe
And you can't develop leaders if no one knows what they're actually responsible for. So don't wait until you have a team of 10 to start to figure this out. Start now, build the role that your business needs, and then match the right people to those roles as your firm grows. And remember, the team that got you here might not necessarily be the team that gets you there. And that's a really tough, you know, a tough pill to swallow, especially when you have great people. But when everybody knows exactly what they own, you finally get to stop being the default owner of everything. So the whole goal, right, is to build this business that gives you more freedom, more clarity, a little less chaos. And creating this org chart is one of those shifts that creates better accountability, smoother delegation, clearer communication, and frankly, less frustration as your firm starts to grow. So I would love if you found this helpful, I would love for you to consider joining us for this current round of our systems to scale group coaching program. In the past, I let the group get large, and then I split it into smaller groups. This time, I'm actually keeping it a little bit smaller intentionally. I have some big plans for this
- [37:05]
Co-host or Program Facilitator
August group, and I'm excited for this
- [37:06]
Libby Griwe
cohort to get started on August 20th. If you'd love to learn more, I invite you to set up a discovery call with me or to just learn more over atthe efficient advisor.com under group coaching. Thanks so much, and I hope you guys have an amazing rest of your week.